Tag Archives: administrative solutions

“THE BEST GUARANTEE OF STABILITY IS ADMINISTRATIVE SKILL”

strategy-business-arte-marenStandard administration is a collection of truths. An excellent working definition for truth is “that which works. And that which works most broadly to that which it is applied.”7

If what you are using is not working, it is relatively untrue. Policies and procedures are the basic truths or guiding principles. Company and personal stability depends upon having such written “laws” available and known to all concerned.

The continuance of an organization and its leaders can be said to be entirely dependent upon the skill, training and integrity of those who handle the administrative lines, details and contacts of the group.

“THE BEST GUARANTEE OF STABILITY IS ADMINISTRATIVE SKILL.”8

As has often been said, why reinvent the wheel? I would rather get into all the creative aspects of living and not spend my time trying to solve things that have already been solved years ago. Do I need to experiment with my “problem” for another three to four months while my income is going down? It would be far better simply to find the natural law that applies to that situation and remedy it.

arte-maren-business-consultant-author-speaker

-Arte Maren

International Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
www.naturallawsblog.com – www.adminscale.net

 

7 “Truth” (definition), Hubbard, Modern Management Technology Defined
8 Hubbard, “Stability,” Policy Letter of 20 September 1969, Organization Executive Course
Quoted excerpts above by L. Ron Hubbard. Grateful acknowledgment is made to L. Ron Hubbard Library for permission to reproduce selections from the copyrighted works of L. Ron Hubbard. Excerpt from The Natural Laws of Management: The Admin Scale. Copyright © 2014 Arte Maren, Inc. All Rights Reserved

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Business Planning: Always Consider Resources First – Business Tip from Arte Maren

PLANNING always considers resources first.

business-planning-maxims-arte-maren-the-natural-laws-of-management-admin-scaleEvery now and then I’m challenged about how planning things so “specifically” seems to take the “fun” out of life. But simply because one plans, does not mean there will be no further surprises. To think so would be folly and an underestimation of the unpredictable adventures on planet Earth. If I am going to Hawaii, I don’t want my luggage sent to Japan. What I can control, I wish to control. Life still offers up lots of surprises to keep it interesting.

PROGRAMMING

There are some basic principles or maxims(1) concerning PROGRAMMING.

“These are some of the principles about programs… If you don’t know these facts of life, here they are:

“MAXIM ONE: Any idea no matter if badly executed is better than no idea at all.

“MAXIM TWO: A program to be effective must be executed.

“MAXIM THREE: A program put into action requires guidance.

“MAXIM FOUR: A program running without guidance will fail and is better left undone. If you haven’t got the time to guide it, don’t do it; put more steam behind existing programs because it will flop.

“MAXIM FIVE: Any program requires some finance. Get the finance into sight before you start  to fire, or have a solid guarantee that the program will produce finance before you execute it.

“MAXIM SIX: A program requires attention from somebody. An untended program that is everybody’s child will become a juvenile delinquent.

“MAXIM SEVEN: The best program is the one that will reach the greatest number and will do the greatest good on the greatest number. . . .

“MAXIM EIGHT: Programs must support themselves financially.

“MAXIM NINE: Programs must ACCUMULATE interest and bring  in other  assistance by the virtue  of the program interest alone or they will never grow.

“MAXIM TEN: A program is a bad program if it detracts  from programs which are already  proving successful or distracts staff people or associates from work they are already  doing that is adding up to successful execution of other programs.”2

It is important to review your plans against these points.

A BALANCE

While you want to provide for a challenge in your planning, the steps shouldn’t be overwhelming. They shouldn’t be underwhelming either. A program with forty-three steps may just be too tedious, whereas one with three steps is too brief. And remember that gradients are the key.

“You can even raise an organization by gradients so as not to overwhelm it. Set and make small targets. Then bigger and bigger ones.

“Well, you get the idea.

“It’s the organization’s road to causativeness.”3

Review your company activity (or aspects of your life) and look at your existing scene/ideal scene section to determine the overall objective that you are trying to achieve in your position with your company or in life. That is the PLAN MAJOR TARGET.

Give it a PLAN NAME and then list out the broad PLAN steps that will be necessary to achieve it. The completed date is marked as a blank on the right side. List who is assigned the target for execution.

-Arte Maren
International Speaker, Writer and Business Consultant
Above excerpt from the book:  The Natural Laws of Management: The Admin Scale
www.naturallawsblog.com
www.adminscale.net

 

1 Maxim: “statement of a general truth.” The World Book Dictionary.
2, 3  L. Ron Hubbard, “Programming,” Policy Letter of 23 October 1969, Organization Executive Course.

Quoted excerpts above by L. Ron Hubbard. Grateful acknowledgment is made to L..Ron Hubbard Library for permission to reproduce selections from the copyrighted works of L. Ron Hubbard. Copyright © 2014 Arte Maren, Inc. All Rights Reserved

 

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The 3 Miracles of Business – In 1 Minute! by Arte Maren

Following are the three Miracles of Business…all in one minute!

I invite your thoughts and comments!

-Arte Maren
International Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
www.naturallawsblog.com
www.adminscale.net

 

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CERTAINTY Re: Building a Company or Practice

The key is to truly know your material and then consistently apply this knowledge. The result is it builds certainty in what you are doing or trying to achieve.

-Arte Maren
Business Consultant, Lecturer
Author of The Natural Laws of Management: The Admin Scale
www.naturallawsblog.com
www.adminscale.net

 

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Stress or “Stretch” Your Employees? Tip for Executives

As an executive, if you attempt to force activity or productivity from your employees you are likely to create stress.

A different approach is to validate employees with high expectation (that’s what I call “stretching”). By this I mean your expectation is high and you then expect they can rise (stretch) to meet this expectation. That’s stretching, When demanded, employees may still perform the task but their motivation is more avoiding the consequence of not getting it done rather than the purpose.

Approach your employees with the idea that you know they are capable of getting a task or project done. This then brings about greater certainty on their part which then will create more overall productivity.

-Arte Maren
Business Consultant, Lecturer
Author of The Natural Laws of Management: The Admin Scale
www.naturallawsblog.com
www.adminscale.net

 

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“Creating Your Own Luck” by Arte Maren

creating-your-own-luck-arte-maren-natural-laws-of-management

Lucky people are people who are really interested in life. They’re really interested in their consumers and they start getting lucky. They’re in the right place at the right time. Why? They were interested. Opportunities for advancement, for expansion, for wealth, for love, are around us all the time. You don’t have to go looking. All you have to do is stop being so interesting and get interested and you’ll see them.

Opportunity is always knocking—you just have to be interested enough to listen and have the courage to open the door!

 

-Arte Maren

Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
and his NEW 4-CD The Natural Laws of Management Audiobook Seminar

“Creating Your Own Luck” – Excerpt from Chapter 12 of The Natural Laws of Management: The Admin Scale

 

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Chapter 21 Excerpt: Fixed Conditions vs. Expansion

businessman-uptrending-graph-image

Some individuals or companies consistently have a flat graph— that is to say, stats that go level across the graph. There are lots of “reasons” usually given as to why it’s flat, but they are merely explanations as to why the statistic is down. This applies to any statistic that is down, on a downtrend, or even flat. On Earth, any activity either expands or contracts—it never stays the same.

“It is an empirical (observed and proven by observation) fact that nothing remains exactly the same forever. This condition is foreign to this universe. Things grow or they lessen. They cannot apparently maintain the same equilibrium or stability.

emergency-graph-image

“Thus things either expand or they contract. They do not remain level in this universe. Further when something seeks to remain level and unchanged it contracts.

“Thus we have three actions and only three. First is expansion, second is the effort to remain level or unchanged and third is contraction or lessening.”

Given these three actions, the choice is clear: “To survive, then, one must expand as the only safe condition of operation.”1

uptrending-graph-image

What do you do with a flat graph? Make it go up! “I’m not going to accept this anymore.” A good first step.

“Organizations are not well run by the old school tie2, what professor one knew in the Ivy League University or who is shacked up with whom. Organizations run by other considerations than stats hurt the individual staff members. Organizations are well run when they are run by fairly and realistically designed stats for every staff member, division and the organization.”3

Remember, you are keeping stats for expansion. That is the name of the game.

 

-Arte Maren

Professional Speaker, Writer and Business Consultant
Author of  The Natural Laws of Management: The Admin Scale

 

 1 Hubbard, “Expansion, Theory Of Policy,” Policy Letter of 4 December 1966, Organization Executive Course.
2 Old school tie: “The expression old school tie has essentially the same meaning as the business association interpretation of old boy network. This expression derives from school ties indicating that the wearer is an old boy of a particular school.” Wikipedia.com.
3 Hubbard, “Statistics, Management By,” Policy Letter of 5 February 1970, Organization Executive Course. Fixed Conditions vs. Expansion

 

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“Stat Justification” from Arte Maren’s 8-Part Video Series “Management by Statistics” (Part 8 of 8)

Stat Justification” is the final segment from the 8-part video series “Management by Statistics” by veteran business management consultant Arte Maren.


-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

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“Statistics – A Breakthrough Technology” with Arte Maren (Management by Statistics, Part 7 of 8)

Veteran consultant Arte Maren discusses the use of statistics and graphs and how this is a breakthrough technology that will help you grow your business or organization. What are the “Condition Formulas”?

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

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“Statistics – Statistical Management” with Arte Maren (Management by Statistics, Part 6 of 8)

This is video #6 in an 8-part series titled “Management by Statistics” delivered by veteran consultant Arte Maren. He discusses the need for statistics as an unbiased measurement and how to compare statistics to grow your business or organization.

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

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“Statistics – Managing by Statistics” with Arte Maren (Management by Statistics, Part 5 of 8)

Veteran consultant Arte Maren discusses where your biggest income losses come from and how often you should track statistics to grow your business or organization.

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

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“Statistics – Weekly Review of Production” with Arte Maren (Management by Statistics, Part 3 of 8)

 

Part 3 in the “Management by Statistics” video series for business owners and executives by veteran business consultant Arte Maren.

 

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

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“Statistics – When Do You End Your Week?” with Arte Maren (Management by Statistics, Part 2 of 8)

Part 2 in the “Management by Statistics” video series for business owners and executives by veteran business consultant Arte Maren.

 

 

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

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“Statistics – An Introduction” with Arte Maren (Management by Statistics, Part 1 of 8)

Veteran Business Consultant Arte Maren presents his introduction to “Management by Statistics” for business owners and executives.

 

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale

 

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Purpose and Ideal Scene (excerpt from Chapter 23)

Comparisons

We often see another form of incorrect comparison demonstrated by people who are very able. They sometimes measure their own production and progress only by comparison to others in their organization or field rather than against their own potential production.

comparing-your-production-to-someone-elses-arte-maren-natural-laws-of-management-admin-scale

“The pressure or demand for greater production is not self-generated as it should be. The solution is to talk with him about it and set targets that are a game (challenge) for him.”

This is sometimes seen in the form of an employee who needs to be told constantly to get his or her production up—and does so every time. After a while, one gets the idea that this person can push that stat up almost at will—and if you get into communication with him, you will soon find out that this is actually the case. He’s monitoring his production by what others, with perhaps less ability, are producing. The pressure or demand for greater production is not self-generated as it should be, but must come from his seniors. The solution, in such a case, is to get into communication with him about it and to set targets that are a game (challenge) for him—without consideration of anyone else’s level of production. You may be surprised when the production of others around him increases.

Practice envisioning ideal scenes for any activity. The next time you go into to a restaurant, take a look and conceptualize what the Ideal Scene for that restaurant would be: “waiters busily working, clean plates, fast service, etc.” And when you walk in, you will probably observe things that you have never seen before.

The idea of setting an ideal scene and comparing the existing scene against it is an observation drill, and a very important one.

It is an ability that one develops by practice, by experience, and by looking at an area and setting the ideal scene.

Ideally a Valuable Product

The ideal scene should be directly related to the product, and it should be a valuable product as well. You must be dealing with an ethical and effective product, which is exchangeable for a fair price.

Working out the Ideal Scene in harmony with the valuable final product can cause tremendous changes in one’s viewpoint and how one goes about living.

Creating the Ideal Scene on any aspect of life is a vital action and will lead to greater productivity and increased morale.

Indeed, there are areas of your business, if not areas of your life, that could be improved simply by working out what the ideal is for that scene and comparing it to the existing scene. If your special relationship or marriage, for instance, is not going too well, work out what the ideal scene should be, match it against the existing scene and, measuring the two, see what has to be done to bring the existing closer to the ideal. Ideal scenes are a valuable tool to be used for expansion.

 

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of
The Natural Laws of Management: The Admin Scale

 

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Arte Maren Interviews Inc. 500 Award Winner Joy Gendusa, CEO of PostcardMania

Arte Maren, author, business consultant and host of BusinessWise.TV, interviews Inc. 500 Award Winner Joy Gendusa, CEO of PostcardMania:

joy-gendusa-interview-ceo-inc-500-postcardmania-businesswise-tv-arte-maren-natural-laws-of-management-admin-scale

 

Arte Maren
Professional Speaker, Writer and Business Consultant
Author of  The Natural Laws of Management: The Admin Scale

 

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Organization and Attitude – Excerpt from “The Natural Laws of Management”

organization-and-attitude-arte-maren-natural-laws-of-management-admin-scale

“If you really feel that you have something of value, that’s an attitude that others can perceive.”

 

There are several major factors to understand as regards expansion: the amount of activity we generate outside of a business which drives in the traffic to the business; the capacity to efficiently handle what’s driven in; and lastly, the quality of the product or service that is delivered to the consumer.

All too often, what is driven in simply walks out the back door, meaning that the capacity of the business was not up to handling the traffic. And if so, it must be handled.

Anything which stops or delays the flows of a business or delays or puts a customer or product on WAIT is an enemy of that business.

Good management carefully isolates all stops on its flow lines and eradicates them to increase speed of flows.1

A full understanding of VFPs [Valuable Final Products] by all those on the “front lines” dealing directly with the buying public is vital. Customers, clients and patients are aware of when they are actually getting a VFP, whether they can verbalize the VFP or not. A failure to deliver impacts the customer on a personal level also, a point to consider carefully.

A staff idling in Reception, offhand handling of callers, wrong address or names misspelled drive off customers. Aside from simply blocking sign ups,2 these points also REDUCE CUSTOMER STATUS.3

The ability to reach out into the environment and make something occur is vital to expansion. Sometimes, however, to get a company solvent, it’s not only necessary to get involved in its marketing, it’s necessary to fix the capacity of the business to handle substantial traffic—at which point, magically, it starts getting traffic!

As mentioned earlier, in order to organize anything, it is only necessary to look at the end result and then work backwards from that.  At the very start, we can begin with attitude.

Some business owners think that they are lucky when a customer walks in the door. If you don’t feel that your customer is lucky, you had better take another look at your operation. Knowing that you are delivering a product that is extremely valuable exudes a certainty. When that person walks into your business, it is that person who is fortunate that you are there to provide a service he or she needs.

One of the best marketing campaigns I’ve ever run was based on this viewpoint. In the early 1970’s, I got a call from the Narconon [drug rehabilitation program] representative in the state of Washington, and he said, “The state needs drug programs and we might be able to get in if we go there and…” I said, “Call the State Director of Prisons and let him know that I will fly to Washington and do a tour of all their installations. If we think that they deserve our program and their facilities are conducive to what we’re doing, we will bring it to them.” The public relations rep said, “You’ve got to be joking. I’m not calling them and telling them that.” I convinced him to do it and he did. He called back amazed, saying that they gave me an appointment. We went in and I conducted a check of their facilities.

The Seattle newspaper ran an article the next day. It said, “State May Get Drug Program.” If you really feel that you have something of value, that’s an attitude that others can perceive. I truly believed that we produced something valuable—that they were fortunate, not I.

 

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of  The Natural Laws of Management: The Admin Scale

 

1 Hubbard, “Speed of Service,” Policy Letter of 3 January 1968, Organization Executive Course.
2 Sign Up: “Enlist in an organization; also, register or subscribe to something.” Answers.com.
3 Hubbard, “The Org Image,” Policy Letter of 17 June 1969, Organization Executive Course.

 

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Management by Statistics – Chapter 19 of The Natural Laws of Management: The Admin Scale

statistic-graph-measure-production-arte-maren-natural-laws-of-management-admin-scaleBeing unreasonable and having no options increases production. And production is regulated and monitored by statistics, the next level up on the Admin Scale.

Stats are best represented on graphs. A graph helps keep you unreasonable. The graph does not tell you that “it snowed” and therefore “things were difficult that day”. It doesn’t give you any “reasons”. It simply shows production or non-production. Products are a physical reality, and if you wish to manage with reality, you must have real information. Management survives to the degree that it has sufficient data to determine what is working so as to reinforce it–and what is not functioning well, so as to change that action or system. And the first type of information needed is not lengthy reports, but correct, condensed data: a stat.

A stat is:

The only sound measure of any production or any job or any activity.1

 

1 “Statistic” (definition), Hubbard, Modern Management Technology Defined

 

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“Problems”, Excerpt from Chapter 18 (The Natural Laws of Management)

Individuals producing a product often will encounter barriers and problems. Problems are not something to be avoided; they are really something to be welcomed. If we are going to play a game, which we’re certainly doing in business and life, we’re trying to move from A to B. Obviously, as a game, it’s going to have opposition. What we might call problems are really challenges or opportunities. Why get uptight about it? If you are going to play a game, there is going to be opposition. Can you imagine if you are playing football, somebody tackles you and you say, “Get off of me! What are you doing?”

the-natural-laws-of-management-solving-problems-arte-maren

– Solving problems entails locating the causes. Locating the causes entails observation.

You can be “reasonable” about your problems too. If you’ve had a difficulty or a problem for quite some time, and it’s not solving, I can promise you that it’s not the problem. You cannot solve the wrong problem. I have never found anybody who didn’t have terrific solutions. It’s not solutions you need; it’s the perception necessary to locate the actual problem so that you are not dealing only with symptoms. In fact, the most sane reaction is to “own the problems” rather than being detached from them as a spectator (someone who is never really involved, so they can’t get close enough to inspect the real reason).

It’s been said that if we all took our problems, put them all on the table, and left the room—and you could come back and choose any set of problems you wanted—which ones do you think you’d choose? Your own! That’s right. You’re used to them. They’re yours.

Some people are in love with their problems! Did you ever have somebody tell you a very complex problem, this complex thing that had absolutely “no solution”? Perhaps you listened and you listened and at the end you said, “Oh, I’ll tell you what you can do about that. That’s simple. Just do this.” What do they say? “Naw, naw. That won’t work. I tried that.” “No, it will work,” you say, “It’ll work. It’s easy. You can’t see it ‘cause you’re in it. I’m telling you…” And if you persist they get uptight and say, “You don’t understand my problem.” (This thing that they’ve worked so hard to put together that had no solution!)

And what if you had no problems at all? None! Everything that you attempted to do, you did. You had no opposition. You’d probably invent problems just to have some kind of game! Show me a person who has a lot of “unsolvable” problems and I’ll show you someone who doesn’t have enough problems. They have such a scarcity of problems that they are making a meal out of the ones that they have for fear that if they lost this problem they wouldn’t have any more.

A person begins to suffer from problems when he does
not have enough of them. There is the old saw (maxim)
that if you want a thing done give it to a busy man to do.
Similarly, if you want a happy associate make sure that
he is a man who can have lots of problems.1

The next time somebody gives you all their problems, don’t give them an easy solution because that takes the game away. What you’ve got to do is when they’ve finished this long dissertation, this complex problem, you say, “That is the worst thing I’ve ever heard. How are you possibly going to handle that?” They’ll probably say, “No, wait a minute. That’s not so difficult. I can handle that.”

Solving problems entails locating the causes. Locating the causes entails observation.

 

1 Hubbard, “The Reason Why,” Bulletin No. 84, 15 May 1956.

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Arte Maren Talks About the Administrative Scale of Importance

Arte Maren, business consultant and author, talks about the Administrative Scale as outlined in his book “The Natural Laws of Management: The Admin Scale“:

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What is the Basic Test of All Administrative Solutions?

“There are right ways to handle a group. This is the single fact which most often escapes people attempting to handle groups.

 

 

 

 

 

 

 

 

“Also, for every correct solution there can be infinity of wrong solutions. The right way is a narrow trail but strong. The wrong ways are broad but all lead into a bog. This is the basic test of all administrative solutions. DID THEY WORK?”1

 

1 Hubbard, Organization Executive Course

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